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OPINION
The Croy team gathered at Truist Park in Atlanta, Georgia, decked out in custom Croy baseball jerseys to celebrate the firm’s 20-year milestone.
A strong culture isn’t built once – it’s nurtured daily through shared values, genuine investment in people, and lasting community impact. Building a culture that lasts 20 years
C ulture is more than just a mission statement. It’s the foundation of your company and how the world perceives you. Back in 2005, when Croy began with just 17 employees, we knew we wanted to build a culture where people could grow and make a real impact in their communities. Now 20 years later, we’ve grown to more than 100 team members across three Southeastern states. While much has changed, our culture remains the same – putting people at the center of everything we do.
Gregory D. Teague, PE
When I reflect on Croy’s success, what truly defines us is our people and the culture we’ve built together. Of course, it didn’t happen overnight. Below are some lessons I’ve learned along the way, not only in shaping but also maintaining a strong culture: ■ Build your team around shared values. Your values are the heart of your culture, but to keep that heart beating, you need the right people. If someone doesn’t align with your values, it can weaken your culture over time. Prioritize hiring people who not only have the skills but whose mindset reflects your values. At Croy, we’ve established five core values that help us focus on what’s important: Our clients are our top priority. We’re not
and not just project partners. Whether it’s a roadway, a park, or an airport, we help clients get the most from their investment. Our partnerships never end when the project does. We are the ultimate problem solvers. We’re the first phone call our clients make. They trust us to find the answer no matter the issue. An example of this is when floods impacted Paulding County, I got a call from the Paulding County administrator. Roads had been washed out, emergency vehicles couldn’t reach residents, and the community was in crisis. I turned my truck around and met the team onsite that night. No contract. No proposal. We just got to work. When it mattered most, our team showed up.
transactional – we’re relational. We think long-term, becoming trusted advisors
See GREGORY TEAGUE, page 10
THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612
ELEVATE THE INDUSTRY®
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